# Leadership Institute

Data: 11-01-2025 21:52:56

## Lista de Vídeos

1. [Leading Transformation in Turbulent Times | London Business School](https://www.youtube.com/watch?v=5UVLRDTbfKQ)
2. [Rethinking Leadership: The Story from Sky | London Business School](https://www.youtube.com/watch?v=D6fzQ1OFDhY)
3. [[Private video]](https://www.youtube.com/watch?v=RuR5e_M7glA)
4. [Leadership Institute annual survey | London Business School](https://www.youtube.com/watch?v=n2ttO_ToDiE)
5. [[Private video]](https://www.youtube.com/watch?v=xkmliaMsEtw)
6. [[Private video]](https://www.youtube.com/watch?v=ugwL97aGch8)
7. [#3 Leadership insights: Who can you trust at the top?](https://www.youtube.com/watch?v=SoowAx82VlI)
8. [#3 Leadership insights: A guide for tomorrow’s leaders](https://www.youtube.com/watch?v=JT7TZcmi8-w)
9. [#3 Leadership insights: Best advice given to leaders](https://www.youtube.com/watch?v=AuXdAdWvoC4)
10. [Women at work: championing change through research | London Business School](https://www.youtube.com/watch?v=SvN53sNLmD4)
11. [#3 Leadership insights: How to lead high-performing teams](https://www.youtube.com/watch?v=nAQivrP_sbs)
12. [#2 Leadership insights: A guide for tomorrow's leaders](https://www.youtube.com/watch?v=yKRZc8cJ_W0)
13. [#2 Leadership insights: Who can you trust at the top?](https://www.youtube.com/watch?v=s1aRogNoR7A)
14. [Surviving turbulence: who wins? | London Business School](https://www.youtube.com/watch?v=-mLZYX2kvQs)
15. [Behind every successful woman | London Business School](https://www.youtube.com/watch?v=CLLG6mA38u8)
16. [Are you in the market for a narcissist? | London Business School](https://www.youtube.com/watch?v=S-sj1yAfokw)
17. [How to build emotional resilience | London Business School](https://www.youtube.com/watch?v=3n9DIUX0Ij0)
18. [Creating the conditions for your dream team | London Business School](https://www.youtube.com/watch?v=IWupVTGVXj4)
19. [Role model: Carole White on leadership | London Business School](https://www.youtube.com/watch?v=N6IUUDORZN0)
20. [#2 Leadership insights: How to lead high-performing teams | London Business School](https://www.youtube.com/watch?v=ULSMSgt-yDI)
21. [Sir Alex Ferguson and Paul McGinley talk leadership | London Business School](https://www.youtube.com/watch?v=bLOtel93xyw)
22. [#2 Leadership insights: Best advice given to leaders](https://www.youtube.com/watch?v=QkwNA9r9yhQ)
23. [The Student Leadership Incubator](https://www.youtube.com/watch?v=PZ0HxuarDnE)
24. [#1 Leadership insights: A guide for tomorrow’s leaders](https://www.youtube.com/watch?v=aMW2oKpf4KI)
25. [#1 Leadership insights: Best advice given to leaders](https://www.youtube.com/watch?v=mmM_PAbHjA0)
26. [#1 Leadership insights: Who can you trust at the top?](https://www.youtube.com/watch?v=32Vn6vJbTs4)
27. [#1 Leadership insights: How to lead high-performing teams](https://www.youtube.com/watch?v=v9Mh9xH0Vak)
28. [Five problems we encounter when managing teams virtually (and how to overcome them)](https://www.youtube.com/watch?v=kaLPc4fNRdQ)
29. [The CMO Survey: 2021 UK Reports Highlights](https://www.youtube.com/watch?v=d7qW1Gw9F9w)

## Transcrições

### Leading Transformation in Turbulent Times | London Business School
URL: https://www.youtube.com/watch?v=5UVLRDTbfKQ

Idioma: en

I'm gonna start with how we open the
case that we have that we did together
which is without data you're just
another person with an opinion which was
is a well-known saying from Edward
Deming but I made a trip to Cairo about
two years ago now and in the course of
that conversation I ran into somebody
else who told me that yes that's true
but without leadership I'm just another
data geek with who's powerless to change
the world well and I thought this guy is
interesting I like him I'm paraphrasing
a bit but Islam Zachary who's the chief
information officer and I then struck up
a conversation about all the changes
that were happening the really kind of
revolutionary things that were going on
within that Bank and an interest in
maybe that story need to be more widely
told and so we took up that challenge
and created a story I think is actually
quite compelling what's happening is
been fascinating and interesting so I
hope we will celebrate that and enjoy
the conversation so with that would be
my great pleasure to introduce our two
other panelists this evening the three
of us in conversation about everything
that's happened about leadership and
business development so first let me
introduce the man behind all much of
this his shaman as el Arab has been
Chairman and Managing Director of CIB
since 2002 he's transformed the
institution from a wholesale lender into
the largest private sector bank in Egypt
CIB was named euro monies best bank in
the Middle East and best bank in global
emerging markets in 2017 so I had last
had the pleasure or actually had two
pleasure first meet you was that at that
event and it was Amir finance best CEO
in Egypt in Africa in 2014 I could go on
and on and on about various accolades
had a major transformational effect on
this Bank and indeed in Egypt so we're
honored to have him here this evening
and my colleague Rajesh Chandi who is
the professor of marketing here at
London Business School
he's Latonia marine wheeler chair in
entrepreneurship
he's the academic director of our
co-sponsor here the wheeler Institute
for business and development his areas
of expertise are in innovation
technology management emerging markets
and marketing strategy he's also a great
guy and a good friend so it's a real
pleasure to have him with us this
evening as well so gentlemen if you
would come up here let's have that
conversation why don't we begin I think
in many ways we're the way the case case
begins and actually also ends which is
the challenges of working in a
developing economy where the value of
the currency can just drop where
revolutions happen where most of the
population is actually unbanked and
you're running a bank you've also worked
quite a bit of your career in developed
economies and so just let's start with
some of your thoughts about the special
challenges of working in a developing
economy it's yeah the real challenge is
that predictability what's going to
happen tomorrow it's like very much like
what happened in Egypt in 2011 we know
that we have challenged you have issues
but really to visualize an uprising and
President Mubarak stepping down and then
ending up with all the changes happening
on the country and how we're gonna deal
with those changes and I think I have to
take you back to 1990 okay yeah and
talking about predictability and events
and I was yet an associate or a VP at JP
Morgan and I work the gentleman called
Road Nomad not god bless him he passed
away several years ago and he woke me up
at night in August I think 1st or 2nd
1990 at 3 o'clock in the morning saying
well Iraqi invaded Kuwait and we have a
big exposure there
let's meet at the office and call me
from there the rest of the team and so
on and that is a shocking thing to
happen and I was I can't remember how
old I was 1990 but I want to tell you my
age but I was young and this for me oh
sure I went with the jeans jumper
sneakers went to the office my wife was
going and going I said sleep swore okay
and I think I spent two nights at the
office there until we started to get put
things together but learning how to deal
with crisis okay you have to be calm
because if you're panic
forget it just just comes like nothing
happened
it's like you're watching a movie okay
and calm and take decisions and really
this the things that and how the
decisions were taken immediately after
that how at JPMorgan they helped the
Quickie government to rebuild the
country and the decisions it's very easy
to judge decisions ten years ago you can
say I if they have done this you have
done that but on the spot when you take
the right decisions on those right
decisions have serious impact in the
world economy world market and so on
this is really the leadership one thing
I learned there is that whenever you
take a decision you have to decide first
where are you gonna stop your loss you
decide where you stop your loss and
what's your plan B but don't take a
decision because you think that decision
is right good slack trade I'm gonna buy
sterling core I gonna buy euro or
anything okay you'll buy it and it goes
against you what you're gonna do you're
gonna live with it no there has to be a
stop loss there for further decisions as
well there has to be a stop loss and
plan B so moving to Egypt from a
developed market
I always remember those stories the
situation I was lucky to live through
the crisis of the Gulf crisis and other
things of course but this was this the
most significant crisis and if you if
you want to
see the similarity between the uprising
in Egypt and the invasion of Iraq to
Kuwait they are very similar very
similar and I can go on for four hours
what we went through we as a bank and
the management what do you went through
during those the first three weeks it's
a lifetime experience and I guess what
if you ask me if the history goes back
do you want to go through it yes I would
go through it it was lifetime experience
okay but what's interesting from
psychological and leadership point of
view is that when when threat happens
most of the time organizations and
people shut down you know kind of hunker
down and hope that the storm passes but
you didn't do that no we didn't do that
we did something which I think has was
riped and if history goes back we'll do
it again we're told by the central bank
were shut down banks are not opened and
this was on January 28 okay we have the
payroll of many workers and many of
those blue-collar workers they get paid
in cash
we don't have cards we managed to keep
cards ATMs working for people can make
payments point-of-sales who are working
for people still can make payments banks
are shot our treasury operation they
were working shifts because of the
curfew people are operating there they
spend the night there until next day in
the morning someone else goes in and
they change but the critical part how we
get the cash to the blue collar and the
instruction was you are shot you are not
opened no branches to be open for now
it's the 1st of February and those
people have we are part of the society
those people have used some of them pay
rents they buy the food for their family
with their salary for what we did we
open the central vault just for the
consumers they take the risk we told our
corporate customers if you want appear
blue color workers you come we have two
central vaults one of them a little bit
outside Cairo you come there and take
the money from there at your
responsibility to guarded to take and
pay or
later on I had an argument with with
with the with the with the governor at
the time he said you should not have
done that I said as a human I thought I
would have done that if you want to send
me get me to pay fine because we did
that please do I would be very honored
with that time No yeah there are some
fines worth having perhaps No okay well
it fits nicely into our into the next
question which is really about your
objective to grow and help others grow
so as a leader what does that really
mean how do you make that live how you
make that wife first internally you have
a stakeholders okay keep the society
aside let's talk about the stakeholders
shareholders employees depositors those
are the three that makes a bank okay and
I have to stress that the employees are
the most important critical part of this
because without the talent forget it you
don't have anything you cannot have a
shareholders you cannot have customers
beyond that for the shareholders and the
customers to enjoy the service and you
develop things the community has to grow
you cannot say I have 100 thousand coins
and I'm fine like that
no the hundred has to be 200 to have to
be a million two three four five we have
to be part of the say how we do the
inclusion okay how we help the site
there is there is another part another
element which I'm really very proud of
and I'm very proud that that happened a
decision that we have taken an online
when I had two prominent investors at
our board one of them was a repeat of
the US and the other one was actors they
the UK private equity and we have
decided at the time that we're gonna set
up a foundation because decide helping
people to grow on business and and
financing customers to won all the
traditional business but we have a
commitment to the society and I think
the board meeting was in London and we
kept debating if we set up a foundation
where the money should go you cannot do
everything we can't because if you do
everything it has no impact
and one of the board members he said
listen guys in Egypt the futurism health
care of children health care let's focus
and the children health care because
they are let's invest and their health
let's invest in the future Egyptians and
decision was taken that the main purpose
of the foundation is their children
health care and what we did as well we
changed our bylaws and the bank became
the endowment the bank every year puts
one and a half percent of its profit to
the foundation so the more money you
make the more money gonna go for the
good and that's a part of helping others
to grow and if we can put more and I'll
make more billions we're gonna put more
on the foundation and and seriously now
the the most brand recognized and the
foundations in Egypt is the CIP
foundation and we don't advertise and we
don't ask for donations the whole money
comes from the the stuff of the bank the
employees of the bank the management the
board some of the customers but we don't
advertise for fundraising can I go back
to the the period that we were the
Randol started as well that period where
you had this incredible revolution great
uncertainty a sense I remember being
there just before and just after a in
Egypt in Cairo initially this great
sense of euphoria that you know optimism
good things will happen and then a
period of chaos and then just you know a
sense of world my gosh everything's
going wrong to decide to invest as as
you did and as Randall was alluding to
I'm sure that was not a unanimous or and
I'm sure not everyone agreed with a
decision like that where was the
greatest scandal no no at the board
level everyone agreed but where would
where did you feel the greatest
challenges in getting that across to the
others inside the institution or outside
the institution and and how did you help
overcome it well but that way the way it
works
and the word is that everyone gives in
opinion we discuss there is the culture
mix inside the board is one of the key
success factor for CIB I'm not talking
here males and females no Egyptians of
non Egyptians and from different parts
everyone shares his knowledge inside and
I remember very well that one of our
board members mentioned Indonesia that
something similar happened to Indonesia
took five years to come back but usually
when those egypt is is too important or
three too big to fool it's not Libya
it's not the other countries but there
will be challenges but will be
opportunity because there also people
are scared and they were not hire a lot
of people who are scared even he will
sell it's time to invest in people and
branches and properties and so on and
the board took that decision at work
because I was convinced as well with
what the board said I have to tell you
something that on the 28th of January
when there was no police in the country
I got a call from a friend of mine in
the US he said the corporate jet is
their corporate jet was an in Athens and
we can send it you if you want to go
with your family to London I said I told
him listen you know where I am I said I
don't know you are in Cairo I said no
I'm on the street doing a neighborhood
watch and by the way I'm not leaving I'm
staying so I was very well convinced
just to tell you the background where
I'm convinced that it will come back and
to make that sure and if you again if
you are convinced it's very simple and
easy to sell it to the management as
well because the management is the one
who can execute and implement and the
management have full faith on the board
so it filtered all the way down so in
six month time we start to see to get
calls from other banks you guys are
hiring why are hiring do you know what's
gonna happen in six months you know we
know exactly what's gonna happen in five
years but not in six months okay
buying properties okay everyone you can
put your price and and your bed will be
hit if it was a good everything we
bought the people who hire a top-notch
many of them are the middle management
now after five six years so I was
convinced the board was convinced an
ominous Keith he said we're gonna go for
forever at the financial cushion to add
the financial question and again we
always work we have an approach to risk
and financial that don't squeeze things
to the last drop you need to leave a
question for yourself so on a bad day Z
and I have to admit as well that our
risk team Nanny Aslam mention on the
video about the enterprise risk
management how we look at risk answer
but the risk management team the we
built a culture there that whenever
there are little bit of a trouble okay
try to hedge it start to age start to
provide don't hide your head on the sand
take a decision and start because at the
end of the day if you have a
non-performing loan or a criticized loan
and it's not provided for it puts you in
a very weak position to negotiate and
restructure but when that that credit is
a hundred percent provided for you in a
very strong position you have nothing to
lose but there is only one way to win
and recover but when you don't have a
provision there you have a lot to lose
the entire loan and he still gonna
provide for that country to the normal
banking culture and so you start early
prepare yourself stand on a solid ground
why because if things get worse and
you're not on a solid ground you'll
drown so the risk approach is is
honestly people think we are too
conserved there is not an issue of being
conservative is the issue of doing the
right things and so back to the question
about where the greatest resources were
well also the skepticism or challenges
you face you you you said
within the organization as well as
external and so how did you overcome
that Baxter than we convinced people
because you have a good story it's solid
you have your phone the decision is not
taken because we like this ok we assess
things that we challenge them we have
scenario amb and sometimes there you see
some of the conditions and it was very
simple when people look in your eye and
you have a convinced of the story say
yeah you guys are right and honestly
six months later other banks that
started to for our our footsteps at the
banks have especially the commercial the
the consumer banks I know friends who
say our customers refuse to pay because
they say well it's a free country now we
don't need we don't need to repay and
things like that and the number of
defaults went up and so on as a you were
less of a consumer bank at that time we
really our consumer banking was there
okay and but you have to be again you
grow and help others grow you have to
understand what are people challenges
are they are just playing hardball not
to pay or do you really have a problem
and we we learned that from the
corporate side because under corporate
banking you have to understand customers
when they don't want to pay is it
because of fraud or because you don't
just want to pay or they have business
challenges and when their business
challenges then you have to stand by
them and help them and we learned that
lesson on the corporate side and when
they learned that lesson the course are
implemented as well on the consumer side
and since we started the consumer
banking in the beginning of seven or
eight and it was the early stage of
consumer lending by them in 2011 and
losses could be happy now our model was
right and now one of the most profitable
business we have is consumer banking and
especially if we're going to use details
what they're yeah it's it's not just the
organization's culture and the financial
cushion there's also something about
leadership in there and in you I mean
long before I met you there was this
legendary story if you're going out
they are you know and facing the the
angry mob when you know quite frankly
there was no nothing to protect you but
you did it anyway and you you had a calm
conversation with these guys do you want
to tell a little bit about that story
and is a funny story it's not a funny
story I mean at the time we had a
security company that we that provide
the the the money moving or the banknote
transfers and the the guard our our
premises and branches and they were
unhappy with the management of the
company and he came and they made a set
down inside our head office and we want
to meet the chairman and we want to work
for the bank by by the way those guys
are armed okay that's fine I'm not gonna
sit down and meet all of them get one to
talk to me okay I came I sat down with
me I said yeah and the company's not
dinner and we want to move the bag
because you look after your people and
fine we'll manage our vendor number one
number two if you think you are
pressurizing me to hire at the bank by
sitting down there you can sit here
forever okay but if you are rational and
go back to work okay and protect our
property and our business then there is
a dialogue I will think about it okay
and not everyone and by the way this is
very important don't make promises
unless you get a deliver okay and I know
that they have some good guys very
well-educated they are doing that job
and they are smart as well and we use
them in the bank later on in the bank
it's say listen I'm not gonna hire the
two thousand people I will look in and
the good ones only I will hire okay if
we want to hire I don't I don't make
promises but we well okay assess the
situation answer you well you have five
hundred people sitting there you hardly
can walk when you come from your office
downstairs
to go to your car cold-blooded - Oh King
goodnight goodnight and and walk next
day their gun and then we started this
and we know exactly we have we have the
history some of those guys who work in
our buildings very polite and and by the
way the ones we hired Mike woody who
heads the corporate communication he
took one of them he moved him from being
a guard working with him in the
corporate communication because he's
smart and good
we had the knows who are the right ones
to take from there and it was an
opportunity by the way but as a threat
no I'm not gonna come to the pressure do
what everyone you want to beat me up
pick me up okay very brave I mean
there's a reason why that when you stand
on the street on the 20th of January
honestly me and my two sons auntie
guarding a neighborhood okay and the
area there and you can imagine if you're
not brave you must be brave after that
move on to you've talked about growing
the bank but growing the bank also in a
sustainable manner no talk a little bit
about what that means to you and what
that what it means to run a sustainable
business grow in a sustainable way and
why that's important for you okay I will
tell you why it's important because it's
good to build something okay good but
it's much better if that thing remains
after your days for unless your model is
sustainable then I don't call that
success the success is to do something
and after you go it's lost and grow
fight further and get bigger so why
sustainability is important inside the
business is because of this is just some
people think that some people like when
do you go things get bad then you say
Rob because he was very good then it's a
culture
my approach know my approach it has to
be even better after I go so selecting
people and made them believe on this
the entire management group first line
second line and even to large extend the
third line there we all believe in the
same thing and it builds over years
because you need to hire the right
people keep them and when you hire the
right people when you hire people again
you have to know this is trade you know
you have to know your stop-loss because
if I had the wrong person or II he or
she does not fit with the position don't
feel shy to call the minister listen
right let's call it a day
but keeping people because I hired them
and it's bad if I let them go that
doesn't help
it's again management people the way
they think if we're all believing the
same values then it's going to be a
sustainable model the culture will
become stronger than the individuals and
in a context like that what is the role
of the leader just the Lord of the
leader at the beginning is how to build
things how to be patient until it's like
yeah it's a it's like a piece of art
okay you have to be patient you cannot
do it like 3d printer no you have to
give yourself time until you craft it
right after that is how to maintain it
and my my what I do right now is just
making sure the checks and balances are
there and what not getting off track
when you see some kind of getting off
track here they're away from the values
for any reason you make sure that you
put things back on track and this mainly
what I do now that leader low role
because until I go then someone else has
to do that role okay but as long as I'm
there I don't interfere with things but
I interfere only with things when I feel
is going to get off track or it will
damage something within that culture
because temptations are high sometimes
okay or we forget as people pressure
could be from outside to do something
with
you're not necessity from inside the
bank but from outside the bank of how
that pressure coming frozen and you know
it's wrong how to stand for it
that's what I do yeah I remember the
analogy that some authors had of time
tellers versus watch builders yeah so if
an organization needs to know what time
it is an employee in an organization
needs to know what time it is you could
ask the leader for the directions on
what time is it or the leader could
build answer for therefore could be the
person giving the direction or could be
the watch builder
I guess so what you're saying is in some
ways the watch builder approach and and
and how does succession planning and
things like that it's it became I mean
if you if you ask me what was CIB ten
years ago and what CIB now every year we
are changing and again change as part of
the culture because the minute you think
I'm perfect and things are stagnant you
are dead okay and this is the beginning
of a downward trend so change always is
a very healthy even changing jobs and
side the bank between the parlance and
change for development is is critical
the board this is really in the mandolin
in terms of what are the best practices
internationally and what's happening
what are the lessons we can learn and we
try to implement it you may find things
that we do is a hybrid model between
different countries and those hybrid
models because we think that those are
the best within the environment at the
regulatory environment where we operate
but one of the critical things and so
the board is a succession planning
always and I have to tell you this and
one day we had the mansion directors
meeting at JPMorgan and and the boss the
big boss the Chairman and just like the
group once a year he asked me what did
he do the summer I said in summer I went
to Portugal I had good time I had the
mobile with means of school
me and said mobile okay said yeah I said
you called the office for the holiday I
said yeah I'll make sure that business
is going well and everything
 case your bonus goodbye until you
come and tell me if you are run over by
a bus who will replace you by the world
okay and then for a very short period of
time I said yeah this guy and but again
it's very important and and we keep
telling people don't give me one
individual you may have two or three and
then the decision would be taken after
that and there's and trust me the world
will not stop because of one person okay
or few people it may change but will
never stop I know we have questions on
data but if I can answer yeah can I just
ask just another question that relates
to the role of a leader but specifically
in this sector that you're in of banking
and financial services especially in a
in an emerging market such as Egypt so
it's quite staggering I was reading an
interview you gave a couple of months
ago where you said 10 percent of
Egyptians they have access to financial
services depending on how we count do it
could be anywhere from because the
numbers could be 30 percent it would be
absent but that's still staggering I
mean he chipped is is not one of the
poorest countries in the world I as you
also pointed out like the penetration of
mobile phones is close to 120 percent or
something like that and yet you have
this remarkable majority of Egyptians
who don't have have access to basic
financial services and you are a leader
in the financial services industry now
in the developed world very often
especially these days when you think of
a banker
yeah the stereotype is often not a
flattering one it's someone who's not
necessarily seen as wonderful for
society now we graduate a lot of
folks who go on to successful I hope
good careers in banking but very often
there's a sense that you know if a whole
lot of banking disappeared it's not
clear that the world will be much worse
off but in a in a context like in Egypt
financial services play a hugely crucial
role put for the present but also for
the future now can you talk about the
role of the banker and both in the
present and what it needs to be given
these inequities and the opportunities
that exist okay the 10% and 30%
penetration rate the 10% I'm talking
about the full services yeah access to
payments access to saving credit you
have them fragmented some people have
savings through the post office some
people do payments through Foley and and
other payment companies and other get
credits from microfinance but to
consolidate the three together
this is banking and one of the biggest
challenge is the regulatory environment
and and and by the way when you talk
about regulatory environment I I was at
in Brussels attending the iif conference
and were talking about the regulatory
environment world worlds not only in
Egypt there are glitters by nature they
are control freak and because they are
control freak you cannot have innovation
innovation gun somewhere else with the
fintechs and Alipay and and all of that
and this why I always warn the cell
unless Relater deregulate a bit you will
have no backs okay you will have
something like banks that does those
things in in when you talk about full
banking services that 10% those the bank
accounts for the adults who are living
in Egypt and yet when you look at a
country like Rwanda I think the
penetration rate is 90% there okay and
it's our country yeah because someone in
Africa invented the mobile money Nokia
which is an in Kenya Emperor graduate as
a founder and it's there okay why you
worry invent the we
is there a simple easy national ID
telephone number is enough to activate
mobile money or mobile wallet and from
there you start to build the s3 you
start Li and money and and em yet
regulators want to see in some countries
and including Egypt they want to see the
customer come to the branch and sign a
for aq I see four in countries like at
many African countries and we talk about
Mexico Mexico they said that the KYC
for a forum is above $2,000 as long as
then that account is less than $2,000
and I can give you several example that
of countries that simplified the process
because really if you think of an
individual who lives in a far remote
village in the countryside and you are
asking him to take to commute to the
town and come to the branch and spend
the day to fill the form it's not gonna
do it what she's not gonna do it but
there is very simple if you have a
connection I have a national ID both of
that activate then I have a bank account
because you can do savings you can do
payment and if you have a good history I
can give you a neo nano credit or a
smart credit through the data after that
from the behavior that's the way I see
it but the the regulatory condition does
not allow this I guess that's my
question so the intense need exists the
technology and the opportunities exist
it's been done before so I guess my
question is well what can a leader do to
influence yeah we might meant no we do I
mean I'm the chairman of the banking
Federation and we did several papers due
to the regulator and the national
payment council about those people
sometimes here's a good idea we'll the
study and if they don't respond we send
again for the last two years who have
been doing papers and studies questions
we send back and Omega try to simplify
it for them tell them isn't this kind of
serve well in Egypt you can imagine that
50 percent of the economy is a gray
economy
okay and and a great economy people
operate even a small factory or company
away from the official economy don't see
them and they are happy to pay sorry
bribe what you call a pitty bribe to the
guy and the councillor not to say that
they have a shop or they have a factory
that for them is easier than filing and
having a file in the government and then
they are being harassed by tax authority
harassed by this this license and so on
and the government's trying to simplify
those things and we told them allow us
to have the pity or the particular
microfinance in a simple way through the
mobile wallets we attract people in and
when we start to attract people and you
start to build the database and then
gradually that great economy will come
into the actual economy because you can
imagine that the the person who runs a
small grocery shop or operation the
whole set of charging 1000 percent
interest rate but if he's dealing with a
bank and he's even paying 60 percent
still by far way cheaper than being
charged a 1000 so gradually you're going
to build the trust between financial
services and the community which is in
the gray economy and that will add a lot
of value you can imagine if Egypt can
add even 50 percent just 50 percent of
the gray economy into an actual economy
our GDP will jump by 50 percent at one
year okay the numbers will be different
and that partly where the culture of the
organization matters as well I remember
going being in Egypt and interviewing
people and they say we would never go to
banks because they don't respect us and
they don't treat us properly and and and
I know and we saw this video as well
your ethos is a little more welcoming
and more open and and that hopefully
allows you to yeah there is a
transaction cost
yeah okay and and this is very very
important if you have
a simple new technology that allowed to
provide the service for those low
earning and dividuals and reduce the
cost for the bank like the mobile wallet
and so on why don't we do it because
having physical trust me the physical
branches the bricks and stone will
disappear in ten years
okay the you know that when you sit down
with with was the new millennium not the
new millennia but the 14 years old or 12
years old and you talked to them about
banks they tell you or what I want and
my mobile is an app where I can order
pizza McDonald theater tickets and make
payments on the same app I'm not
interested to go to the bank my grown-up
two sons okay they are and there are the
thirties they don't go to the bank okay
the the heart used the ATM and and
that's it and the mobile banking they do
everything and those under 30 so imagine
that the ones were on teenagers now I
don't want to hear the World Bank I want
to hear an app order everything so that
app and make my life is all right well
should we move on to some of those new
things coming very actual yeah though
why don't we talk about what are the
things what's next what's coming next
okay let me tell you about the now
within the international banker
community because of the regulation and
so on we'll talk about the ABCD and
there is artificial intelligent and the
beast the blockchain and the C is the
cloud and that is the data and those
honestly if a little bit of deregulation
okay and you combined the four together
there's gonna be real revolution and the
financial service a real one yeah how so
because now where do we as a bank doing
something with r3 about the the
blockchain how to reduce transaction
costs more secure we use the the now
where Islam and the team is developing
model and are using artificial
intelligence in terms of
predictive models for credit defaults
for corporates okay and then using cloud
that will cost cost tremendously in
terms of hardware and and so on and of
course data I'm not gonna discuss
because that's the the new oil okay
combine those together then don't talk
to me about ten percent penetration rate
and why can't you do 100 percent refresh
everything okay and we're into like
mobile so the whole idea here is non
banks are not regulated okay and you can
do things and gradually you're gonna
find the role of banks is diminishing
gradually and you don't feel it could
happen ever by the way
when when I mentioned code that because
Kodak kept saying no no it's fine or
okay or fine until they disappeared okay
this was the same thing can happen with
the banking industry I'm gonna see what
fine fine fine and and look when I sit
down with some of my friends at at
Goldman or or GPO baccarat Stanley how
the art efficient is playing a role in
terms of research how the four are
playing a role there Nokia the fourth
impellers and those were jobs where you
have to hire people very important any
pay them very high to do them now they
are being done by a machine the job
scoops changing and for us in the
commercial banking unless we really
change we're gonna find ourselves one
day we're not there under mark and this
exactly was imagine that alley P Alibaba
is the market cap of Alibaba today is as
large as the Bank of China
okay and gradually we gonna do nominate
they're gonna provide Italy they do ad
do banking okay and I remember very well
were the discussion about alibi Alibaba
before several years ago with some of
the Chinese Authority said oh no no this
is not important to regulate the earth
they cannot do what banks are doing now
recently few months ago I met someone
talking I said well they became too big
to regulate
okay okay again and can I ask about that
future so you mentioned the a leap a
story you mentioned that m-pesa in both
those cases it seems like emerging
markets leap frogged and so you know
just as consumers in emerging markets
leapfrog fixed-line telephones and went
to mobile telephony their leap frogging
a bricks-and-mortar banking and going
directly to other forms of banking and
very often it's not the bankers who are
doing this this is and need you to
mention bricks-and-mortar
banking will disappear in ten years the
rule of banks will be dim it will be
diminishing is this a good time to go
into banking if I'm a student Adele yeah
because I'll tell you I is good because
I don't think that the regulation what I
mean the same worldwide
and by the way emerging markets are much
more innovative because they are less
regulated compared with the early that
whether you develop what the US and
Europe and so on and especially in
Europe look at the European market after
the financial crisis over it the
over-regulation almost prohibited banks
from lending money to SMEs and they find
another way and then the parallel
banking came up and that will not last
forever and recently the US have changed
the the president Trump they changed all
the all the very stringent regulation
they put in the US after the financial
crisis now they are removing them one
after the other banks will be the
regulation will be less the market would
be less regulated and of the market
becomes less regulated then innovation
will will play itself
some will survive and many others will
die the one the one the ones that will
die are the ones who think we are
perfect who are fine okay when the
minute you think you are fine and you
are perfect know it okay you are dead
soon because unless you keep challenging
your own culture keep
all the time and sometimes people get
exhausted from me at the bank keep
challenging things keep changing things
the Slammers laughing okay smiling now
fine smile and sit so if he sometimes
the hate really I mean I'm not to talk
about hating hating but we hate that
keep challenging what about doing this
what about doing that why don't we
change for this and that this is my role
you keep challenging them all the time
so the innovate they develop and unless
you do that they will feel everything is
good and the melody lacks know that
somewhere else will come you know I
teach classes on innovation and one of
the points we discuss is the idea of
boundaries in the mind that is each of
us defines what we do a certain way and
we impose boundaries in the mind so I'm
a bank I am an Egyptian bank banking is
done a certain way these are all
boundaries we have absolute and the
innovators tend to cross these
boundaries rather than define ourselves
as banks we just find them ourselves
more abstractly we keep talking
internally said is our technology
platform if I'm allowed to use cloud and
other things that's right but if
technology platform and what Islam is
doing why can't we and were doing to
study why can't I go and open a markets
without being there I go in serve
markets I want to go and serve customers
in Colombia yeah okay or serve customers
in South Africa okay virtually from the
outside world I don't need to have a and
that will happen by the way and
eventually laters will have no control
of who serve in the markets yeah and and
you mentioned the correct example very
often it's not it's film as which is the
equivalent of banking or versus idea of
imaging more generally could happen in a
million different ways and and and
consumers and customers can behave very
very differently and do you think the
banking historically has been a brother
insular industry
so the
those who go into beta do something
about banking banking is protected by
the regulator yeah what technology exact
I'm not protected banks anymore so is
that changing how's that playing at
Falcon your technology is reviewing
electrolyze things in banking because
banking used to be bricks and stones
borders and you have to get a license to
do that when you are on the cloud I
don't need a regulator and what about
the people being people in banking they
have two jobs which there is an a very
interesting book I I strongly recommend
Anna that book another twice because a
very interesting book it's called the
industries of the future by Ella cross
I remember Ella cross was I think was in
the team of Hillary Clinton preparing
for the election and across the book is
very light book very nice talk about the
enders of the future and and in that
book he touched on things I wish I'm
still going to the university then I
gotta go for the genome industry and go
and talk about robotics and even at
Apple the factory that produced Apple
Mobile's in China robotics the robots
are are taking more jobs which used to
be you know a lot of shops are being
taken over by robots if you think about
trains when the train was invented I
think there was a Kingdom France that
prohibit train from going to France okay
this as I read that article and because
it will impact the people work and
horses and carriages and and so on that
those people who get out of business
they prohibited the trains of France and
every other country started to have
trains eventually trains went into
France and they are very good trains
okay the world will develop and the jobs
will change maybe not on our time maybe
but there are always new things and most
of the people who only wait are inside
banking sector people think that
fintechs you have to understand
technology and so on know if in texas
about you have to understand banking to
be able to do physics what does this
mean for how you're leading in the
organization I had a conversation with a
global head of HR of a one of the big
consultancies and they were talking
about artificial intelligence and how
that I need to hire so many MBAs anymore
I was like mmm that's interesting just
from a kind of you know gonna organize
your work differently and she's like
stop which is to stop right no no that's
not what I mean what I mean is we have a
system within our organization where you
hire lots of associates you'll work them
really hard you know certain number of
them stay they become partners and then
we don't want them you choose leadership
out of the few that remain and we pick
them because they've been with us
through this whole kind of process but
we're not gonna hire MBAs anymore or not
very many of them we don't have this
system and process of how we groom
leaders you know over many many years
working at our organization so actually
what we're really questionable really
worried about is all of our talent
development is actually gonna be put on
its head in terms of how we actually
make those decisions are those the kind
of things that you guys are thinking
about no because I think there are there
are two types of um of experience for it
either there are people who are borned
as a leader or there were groomed in
their life to be leaders and others they
learn it at work okay but to say I'm not
gonna hire because and only associates
and we know weren't people well before
we went onstage you talked about those
formative experiences that you had that
really helped develop the way you think
about leadership you obviously have a
lot of natural skill at it as well but
you did talk about those experiences
it's how do you ensure those experiences
will happen in an environment where it's
gonna be changing very radically I
mentioned to earlier
with some very good leaders and learn
how to take decisions on on tough time
and they make sure and one of them was
telling me about doing business in Iran
for example and were discussing
something else and and he was telling me
that he was pushed to give credit to
around during the Shia days and he went
down there with the bankers and they
were they saw what the government wanted
to see and they had a day free and he he
told them I'm gonna sit by the pool and
he decided to leave the hotel after they
left and their tour and took a taxi and
he went to the taxi driver home he sat
down with his family and he talked about
politics and how things are bubbling
there and when he who he went back to
the head office the listen guys
something wrong can happen and people
not fanatics or the VSO and who many a
change
okay what's the would change about
change people judge but they saw a
change there but the decision he took
it's not by what he was trying to tell
me don't take a decision without seeing
things feeling things this is the
experience you gain okay
it's the exposure you get living working
with people and you will not get
exposure unless there are accidents that
teach you how to to take decisions and
when you take a decision and during a
crisis time
prepare your stop-loss and your plan B
and if you have time this this another
tip I will give you when you want to
take a decision and you have the luxury
of time sleep on it
if next day in the morning you have
started to change your mind
wait if you still have the luxury of
time sleep on it until the day you wake
up in the morning is the same decision
you have taken yesterday is the same
like today then go that's the one yeah
okay if you have the luxury of time
alright okay which is not always the
case
I know what's not one critical piece of
advice for for leaders and leadership
the world is changing and because the
world is changing
be careful don't think that I'm settled
we are fine because the change and the
because of the technology changes very
fast okay it's not only the political
dynamics of world trade war and and all
of that
keep that aside but the technology's
changing things very fast and if leaders
don't don't keep their eyes open and
don't keep with the changes and up to
date
we you'll never get too old to learn
okay and and no new things and the
minute you stop so now I know everything
that I'm finest and watch it okay thank
you projects you have a fun question
that's wonderful advice at an academic
institution keep learning
[Laughter]
[Applause]

---

### Rethinking Leadership: The Story from Sky | London Business School
URL: https://www.youtube.com/watch?v=D6fzQ1OFDhY

Transcrição não disponível

---

### [Private video]
URL: https://www.youtube.com/watch?v=RuR5e_M7glA

Transcrição não disponível

---

### Leadership Institute annual survey | London Business School
URL: https://www.youtube.com/watch?v=n2ttO_ToDiE

Idioma: en

hi i'm randall petersen i'm the academic
director of the leadership institute at
london business school we need your help
with the first-ever Leadership Institute
survey we launched the Institute in 2014
to help leaders think differently about
current and future leadership challenges
this year to support our aims we decided
to launch an annual survey that will
allow us to track the biggest leadership
issues facing individuals and
organizations this is the first time
that the Institute has collected
meaningful leadership data consistently
on the scale your contribution will be
invaluable it will help us focus our
research and thought leadership on the
most important issues facing global
leaders today and for generations to
come as a result we can better focus our
efforts on helping you to become an
effective leader now and in the future
I'm sure you'll agree that arming the
world with authentic skillful and
self-aware leaders is a step process the
survey is one of those important steps I
filled in the survey myself it took me
just ten minutes for a short investment
of your time you'll be a key contributor
to shaping the changing face of
leadership education we have the
Leadership Institute and at London
Business School invite you to help us
serve you better thank you
you

---

### [Private video]
URL: https://www.youtube.com/watch?v=xkmliaMsEtw

Transcrição não disponível

---

### [Private video]
URL: https://www.youtube.com/watch?v=ugwL97aGch8

Transcrição não disponível

---

### #3 Leadership insights: Who can you trust at the top?
URL: https://www.youtube.com/watch?v=SoowAx82VlI

Transcrição não disponível

---

### #3 Leadership insights: A guide for tomorrow’s leaders
URL: https://www.youtube.com/watch?v=JT7TZcmi8-w

Transcrição não disponível

---

### #3 Leadership insights: Best advice given to leaders
URL: https://www.youtube.com/watch?v=AuXdAdWvoC4

Transcrição não disponível

---

### Women at work: championing change through research | London Business School
URL: https://www.youtube.com/watch?v=SvN53sNLmD4

Transcrição não disponível

---

### #3 Leadership insights: How to lead high-performing teams
URL: https://www.youtube.com/watch?v=nAQivrP_sbs

Transcrição não disponível

---

### #2 Leadership insights: A guide for tomorrow's leaders
URL: https://www.youtube.com/watch?v=yKRZc8cJ_W0

Transcrição não disponível

---

### #2 Leadership insights: Who can you trust at the top?
URL: https://www.youtube.com/watch?v=s1aRogNoR7A

Transcrição não disponível

---

### Surviving turbulence: who wins? | London Business School
URL: https://www.youtube.com/watch?v=-mLZYX2kvQs

Transcrição não disponível

---

### Behind every successful woman | London Business School
URL: https://www.youtube.com/watch?v=CLLG6mA38u8

Transcrição não disponível

---

### Are you in the market for a narcissist? | London Business School
URL: https://www.youtube.com/watch?v=S-sj1yAfokw

Transcrição não disponível

---

### How to build emotional resilience | London Business School
URL: https://www.youtube.com/watch?v=3n9DIUX0Ij0

Transcrição não disponível

---

### Creating the conditions for your dream team | London Business School
URL: https://www.youtube.com/watch?v=IWupVTGVXj4

Transcrição não disponível

---

### Role model: Carole White on leadership | London Business School
URL: https://www.youtube.com/watch?v=N6IUUDORZN0

Transcrição não disponível

---

### #2 Leadership insights: How to lead high-performing teams | London Business School
URL: https://www.youtube.com/watch?v=ULSMSgt-yDI

Transcrição não disponível

---

### Sir Alex Ferguson and Paul McGinley talk leadership | London Business School
URL: https://www.youtube.com/watch?v=bLOtel93xyw

Transcrição não disponível

---

### #2 Leadership insights: Best advice given to leaders
URL: https://www.youtube.com/watch?v=QkwNA9r9yhQ

Transcrição não disponível

---

### The Student Leadership Incubator
URL: https://www.youtube.com/watch?v=PZ0HxuarDnE

Transcrição não disponível

---

### #1 Leadership insights: A guide for tomorrow’s leaders
URL: https://www.youtube.com/watch?v=aMW2oKpf4KI

Transcrição não disponível

---

### #1 Leadership insights: Best advice given to leaders
URL: https://www.youtube.com/watch?v=mmM_PAbHjA0

Transcrição não disponível

---

### #1 Leadership insights: Who can you trust at the top?
URL: https://www.youtube.com/watch?v=32Vn6vJbTs4

Transcrição não disponível

---

### #1 Leadership insights: How to lead high-performing teams
URL: https://www.youtube.com/watch?v=v9Mh9xH0Vak

Idioma: en

for leaders some of the most important
things that happen are in teams that
they are a part of or create so are the
benefits of teamwork the same for the
CEO of one of the biggest clubs in
Italian football a powerful woman in
British finance or the boss is a
pharmaceutical giant one of the most
important things a leader can do is to
influence a team to help them achieve
things that they perhaps did not even
think they were capable of doing as
individuals and I think that starts with
bringing the right group of people
together diverse people who bring
different perspectives different
cultural backgrounds different
educational backgrounds different
disciplines having diversity a thought
of approach of thinking on a team as
well as being inclusive in making sure
that everyone feels that they can make a
meaningful contribution to the ultimate
outcome or some of the most important
things that you as a leader can do but
the area that I always look for and it's
particular to me is transparency
I need members of a team who are very
open about how they're doing what
they're doing
willing to share with the team so you
have a group of people many of whom had
been at Internet sonali for less than a
year and so we needed to somehow find a
way to ensure that they had a shared
vision rather than having the heads
these heads of department all sitting
within their groups I took them all out
of their individual disciplines and put
them all on the same floor as me it
meant that all of the individuals were
always together and it was very
important I think in creating team shift
I think good leaders know how to build
teams and they know when they need to
lead from behind and let the teams do
the work they need to know when they
need to be in the middle of it and when
they need to leave from the front and
good leaders know when to play
which role at what particular point I
think I was part of a really good
management team when I was at the
Department of International Development
we had a very clear common strategy and
in each of our areas were very much
pulling in the same direction well I
think as managers developed we realized
that initially we try and do everything
ourselves
maybe that's this horrible search for
perfection but as things move on you
realize you can only work with teams and
through teams
I'd say my best example of really
watching teams performing at the very
highest level was what we experienced at
Allergan between the announcement of the
hostile bid from valiant until we
finally sold the company to a friendly
so-called white knight we had 34 board
meetings in the space of just seven
months so we were speaking very
regularly a variety of diversity of
background I think of the directors was
really important so why does leading
teams effectively matter mainly because
as these leaders remind us you cannot do
it all yourself effective leaders both
draw others in as well as draw out the
best in other people world-class teams
are both diverse in their perspectives
but also unified in sharing a common
goal and purpose

---

### Five problems we encounter when managing teams virtually (and how to overcome them)
URL: https://www.youtube.com/watch?v=kaLPc4fNRdQ

Idioma: en

I want to talk about all these virtual
meetings that we're all being forced
into in States and we're doing them even
those who were reluctant to try it now
have to do it and that has created all
kinds of problems problem number one
it's confusing
disorganized time wasting why does it
happen because there's so many of us new
and learning trying to do this and we
haven't done it before what can you do
about it well first if I'm there early
check the technology rather than wasting
everybody's time and take some time to
get to know each other and just chat for
five or ten minutes out connect before
you launch into business problem number
two you're not getting the right people
you're not getting the bright ones the
right ones to really sound off and talk
and why does it happen well first of all
because participation in a virtual
setting is more equal so it means a lot
of people talk less but the quiet ones
talk more if your expert is an introvert
virtual teams are actually an advantage
is it more comfortable what can you do
about it
make sure your a purpose for each and
every meeting is crystal clear if you do
not people know how what they may be
thinking fits and are more likely to
contribute in the way you'd like them to
contribute problem number three is
trying to make do with only one type of
technology we're going to give multiple
ways to talk to each other you know new
technology or communication hasn't
replaced the old it's supplemented the
old so telephones still work you know
email still works email is good for
information not so good for
communicating emotion so what can you do
about it don't restrict the type of
technology for every communication allow
people to use different types of
technology to communicate in the most
effective way problem number four
conflict distrust questioning everything
conflicts tend to emerge easier and
people get more emotional about
conflicts when they're doing it
virtually what can you do about it
and we see conflict or simply isn't
right we go to one of our colleagues
down the hallway and say you see nothing
thing that I saw now in virtual meetings
especially with the only have one
technology you don't have those
conversations that can spiral out of
control so allow actually encourage
people to have those one to ones debrief
discussions and allow people to really
understand what's happening here
finally problem number five some people
disengage entirely say nothing do
nothing they may be on the call but
they're not really there now why does
that happen it happens because it's easy
to be social looper not do anything now
what can you do about it first don't
have too many people on a call so four
to six people is a reasonable number or
working together in these kind of things
if you've got more than six people now
you need to start thinking about how do
I make sure each individual feels
responsible for a particular part of the
agenda and assign people in this meeting
I would like you to cover this this and
this so there you have it five straight
forward bits of advice evidence-based
based in goods old research on how to
run an effective virtual team
you

---

### The CMO Survey: 2021 UK Reports Highlights
URL: https://www.youtube.com/watch?v=d7qW1Gw9F9w

Transcrição não disponível

---

